strategy implementation the relationship between integrated project management, knowledge management and strategic project portfolio performance

... with permission of the copyright owner. Further reproduction prohibited without permission. Strategy implementation: The relationship between integrated project management, knowledge manage Cholip, ... Dissertations and Theses; 2008; ProQuest Centralpg. n/aReproduced with permission of the copyright owner. Further reproduction prohibited without permission.Reproduced with permission of the copyright ... permission.Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.Reproduced with permission of the copyright owner. Further reproduction prohibited without...

... reason, the research focuses on understanding the value of the corporate culture, in particular, understanding the relationship between the corporate culture and the innovation of management ... company. Therefore, this research aims to: i. Systematize the basic issues of corporate culture and the management accounting innovation ii. Understand what is the relationship between the corporate ... concepts of corporate culture and the relationship between corporate culture and the use of management accounting innovations. From the case study of Techcombank, I expect the good recommendation...

... well-known and more reliable. Therefore, the company guarantees shareholders’ profit from their investment. From these benefits, it can be said that there is a relationship between CSR and sustainability ... Together with figuring out the answer, the research will help selected companies to: 3, Realize the strong relationship between CSR implementation and business development. 4, Reconsider and ... Economics and Technology Management, Faculty of Social Science and Technology Management, Norwegian University of Science and Technology, Trondheim, Norway. According to Alexander Dahlsrud, there...

... Therearethreeintegralpartsin the MBNQA performance excellenceframework:(1) the leadershiptriad,(2) the resultstriad, and (3)measurement,analysis, and knowledge 15 management. The leadershiptriadcomprises the leadership(Category1), strategic planning(Category2), and customer and marketfocus(Category3). The leadership, strategic planning, and customer and marketfocusdimensionsareplacedtogetherin the leadershiptriadtorecognizetheircollectiveimportance(Prybutoketal.,2008). The leadershiptriademphasizes the importanceofaleadershipfocuson strategy and customers, and impliesthatseniorleadersmustsetorganization’sdirection and developnewbusinessopportunities. The resultstriadconsistsofworkforcefocus(Category5),process management (Category6), and results(Category7). The focusof the resultstriadison the employees and keyprocessesof the organizationcriticaltoimplement the worksystemthatyieldsresults.Measurement,analysis, and knowledge management (Category4)provides the foundationforanalyzing the performance management systemthatiscriticalforimproving performance, competitiveness, and strategic advantage(NIST2008). The foundationof the MBNQAframeworkisthat the Criteriabuildon the CoreValues and Conceptswhichareembeddedinsystematicprocessesyielding performance results”(NIST,2008,p.49).Figure2portrays the generalideabehind the 2008MBNQAframework.Thisdiagramshows the relationship between (1) the criteria’scorevalues and concepts and the criteriaitems and (2) the criteriaprocesscategories and the criteriaresults.NIST(2008)positsthattherearemanypossiblespecificrelationships between the corevaluesorconcepts, the criteriaprocesscategories, and the criteriaresults.NIST(2008)alsopositsthat the CoreValuesorConceptsareshownincloseproximityto the specificCriteriaProcessCategorieswith the mostdirect relationship , and that“eachCriteriaResultsItemisshownincloseproximityto the ProcessCategorytowhichitismostcloselytied”(NIST,2008,p.27).Forinstance,process16effectivenessresultsitemhas the mostdirect relationship with the process management category, and isthusincloseproximitytoit.Processeffectivenessoutcomesalsoprovidekeyinformationforanalysis,review and improvementoforganizational performance, and serveas the operationalbasisforproduct and serviceoutcomes,customer‐focusedoutcomes, and financial and marketoutcomes(NIST,2008).Figure2:MBNQAcorevalues and concepts,criteria, and outcomes(NIST,2008,p.49) ...  The MBNQAframeworkisoneof the mostinfluentialframeworksformeasuringorganizational performance (Evans&Jack,2003).Itenjoyswidespreadacceptanceatlocal,national, and internationallevels(Kochan,1992;Ettorre,1996;Pannirselvametal.,1998;Dow,Samson,&Ford,1999;Samson&Terziovski,1999).Forinstance,Pannirselvametal.(1998)mirrored the BaldrigecriteriainArizonaGovernor’sQualityAward(AGQA)model.Dowetal.17(1999), and Samson and Terziovski(1999)used the Baldrigeframeworktostudy the qualityofmanufacturingfirmsinAustralia and NewZealand.Variousstudieshaveused,extended and testedthisframeworkinseveralindustriesincludingmanufacturing(Handfield&Ghosh,1995;Dowetal.,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Flynn&Saladin,2001;Prajogo,2005),service(Prajogo,2005),healthcare(Prybutok&Spink,1999;Meyer&Collier,2001),government(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001;Prybutoketal.,2008), and highereducation(Winn&Cameron,1998).Numerousstudieshaveinvestigated the linkagesimpliedin the MalcolmBaldrigeNationalQualityAwardframework.Mostofthesestudiesused the MBNQAframeworksreleasedpriorto2000(Prybutoketal.,2008).Therearetwosalientfeaturesofthesestudies.First, the MBNQAframeworks(differentversionsof the MBNQAframework)weretestedat the categorylevelonly.Second, the MBNQAframeworksspecifieddirectionofcausefromonedirectionbyusingunidirectionalarrowsbasedon the generalpropositionthatleadershipdrives the systemthatcreatesresults(e.g.,Dowetal.,1999;Prybutok&Spink,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Meyer&Collier,2001).Therefore,theywererepresentedasrecursivemodels(Byrne,1998).Forinstance,Wilson and Collier(2000)tested the relationshipsin1995MBNQAframework and portrayed the relationshipsinarecursivecausalmodel.Theypositedthat the Baldrigequalityexpertsdidnotfollowtheirgeneraltheoryindefining the specific performance relationships between the criteriacategories.Wilson and Collieralsoarguedthat the Baldrigequalityexpertsdefaultedto the premisethateverythingisrelatedtoeverythingelsebecausetheyhadnoideahowthesespecific performance relationships and directionsofcausationshouldbedefined.18 The Baldrigeframeworkhasundergonesignificantchangessince1995 and sinceitsinceptionin1987. The 2008Baldrigecriteriarepresent the mostrecent and highlyenhancedframework.Significantchangesarereflectedin the criteriacategories, the underlyingrelationships, and the GlossaryofKeyTerms,amongothers.Forexample,while the 1995Baldrigesystemconsistedoffourcriteriacategories–process management, humanresourcedevelopment and management, strategic planning, and information and analysis, the 2008Baldrigesystem(Figure2)consistsofsixcriteriacategories–(1)leadership,(2) strategic planning,(3)customer and marketfocus,(4)measurement,analysis, and knowledge management, (5)workforcefocus, and (6)process management. Like the 1995 and otherBaldrigeframeworks, the 2008Baldrigeframeworkhasusedtwo‐headedarrowsamong the Baldrigesystemcriteriacategories(Categories1–6)(Figure1).ThisisinlinewithNIST’sunderlyingpropositionthat the Baldrigesystemcategoriesarereciprocallyrelated–bothdirectly and indirectly.Therefore, the Baldrigesystemrepresentsanon‐recursivecausalmodel(Byrne,1998).However, the 2008Baldrigesystemisconnectedto performance results(Category7)withone‐directionalarrowspointingto the latter.Thisimpliesthat the Baldrigequalityexpertsdidnotdefaultto the premisethateverythingisrelatedtoeverythingelsebutratherposited the relationshipsassuch.Thisalsoimpliesthatthereisarecursivecausal relationship between the Baldrigesystem and the performance results. The BPMFramework The acronymBPMinthisstudystandsforbusiness performance management, nottobeconfusedwith the termbusinessprocess management. Synonymouswith the conceptofBPMare the conceptsofcorporate performance management (CPM) and enterprise performance 19 ... substantiverevisionsto the Criteriafor2008.(NIST,2008,p.27) The mostsignificantchangesin the 2008bookletinclude the additionof the term Strategic Advantages”to the GlossaryofKeyTerms, and twonewdiagrams–oneofwhichillustrates the roleofcorevalues and conceptsinunderpinning the criteria, and the othershowsmaturitylevelsinorganizationallearning(NIST,2008).Therefore, the 2007framework and the 2008frameworkcanbeusedinterchangeably. The relationshipsin the proposedconceptuallyenhanced2007/2008frameworkarecurrentlynotvalidatedin the academicliterature.Validating the 2007/2008frameworkwillsupport the framework’scurrentformaswellasprovidemanagerswithmeaningfulinformationthattheycanuseindecidingwheretheyshouldfocustheireffortsinachieving performance excellence.Therefore, the firstobjectiveofthisstudyistovalidate the underlyingrelationshipspresentedin the 2007/2008framework. The MBNQAframeworkenjoyswidespreadacceptanceatlocal,national, and internationallevels(Kochan,1992;Ettorre,1996;Pannirselvam,Siferd,&Ruch,1998).Variousstudieshaveused,extended and testedthisframeworkinseveralindustries,suchashealth3care(Prybutok&Spink,1999;Meyer&Collier,2001),governmentorganizations(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001), and highereducation(Winn&Cameron,1998).However,thesestudiestested the frameworkat the categorylevel.Thereisapaucityofevidencetesting the MBNQAframeworkat the dimensionlevel.Adimensionlevelanalysiswillprovideacademicians and managerswithbetterinsightregardinghoweachiteminacategoryisrelatedtospecificitemsinothercategories(Pannirselvam&Ferguson,2001).Thatis,dimensionlevelanalysisisnecessarytobetterunderstandhowvariousquality management aspectsaffecteachother and impactbusiness performance (Evans,1997).Therefore, the secondobjectiveofthisstudyistoexplore the MBNQAframeworkat the dimensionlevel, and develop and testconstructsmeasuredatthatlevelinacausalmodel. The BPMframeworkembodiesaclosed‐loop.Cokins(2007)positsthatbusiness performance management existeddecadesago and thatorganizationsweredoing performance management longbeforeitwaslabeledsuchin1990sbyinformationtechnologyresearchfirms and softwarevendors.Thereislittleornoresearchinacademiaonbusiness performance management. SeveralpractitionerBPMframeworksexistbuttheseareindustryspecific and varyfromindustrytoindustry(Eckerson,2004;Cokins,2007).However,allsuchframeworkshavecommonconstructs–develop strategy; define,measure and manage performance against strategic goal;continuouslyadjust and refine strategy; and optimize the strategic execution.Therefore, the thirdobjectiveofthisworkistovalidate and createacommongeneralframeworkfor the business performance management byintegrating the practitionerliteraturewithbasictheoryincludingexistingMBNQAtheory.4 The 2008criteriaplacesignificantimportanceoncompetitiveadvantages, strategic advantages,corecompetencies, and innovation. The Baldrigecriteriaaskthought‐provoking,criticalquestionsthatemphasizeanorganizationalinfrastructurethatisessentialtomaintain and improvecompetitiveadvantage and bringaboutinnovation.Oneimpedimenttoachievingimprovedorganizationeffectiveness and competitivenessis the hugegap between strategy and execution(Eckerson,2004).Eckerson(2004)suggeststhatbusiness performance management (BPM)bridges the gap between strategy and execution.EckersonalsopositsthatBPMhelpsorganizationsexploitmarketopportunitiesastheyarise, and makeorganizationsmoreeffective, and morecompetitive.Therefore, the finalobjectiveofthisstudyistointegrate the business performance management framework and the MBNQAframeworkintoanewframework(BPM‐MBNQAframework)thatcanguideorganizationsintheirjourneytowardachieving and sustainingcompetitive and strategic advantages.Insummary, the objectivesareasfollows:1....

... quickly and others do not. That is, the variation in the dependent variables comes from both the time series and the cross-sections, and some pooling of data is necessary to address the questions. ... is linked to the date of the liberalization. Eichengreen forthcoming reviews the data and methodological differences among most of these and other studies. (For discussions of the different ... openness 9 These are: Botswana, Canada, Colombia, Costa Rica, the U.S., Iceland, India, Israel, Japan, Austria, Belgium, Denmark, Finland, Germany, Ireland, Italy, Jamaica, the Netherlands, Norway,...

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... As the leader of the firm, the CEO has an astounding impact on the performance of the firm and many believe this to be the result of the tremendous growth in executive compensation over the ... managers and the governance of corporations in the United States and legislators and regulators have been quick to respond to the latest corporate scandals. Despite the debate among the academic and ... theory, labor theory, and others 7have attempted to explain the relationship between CEO compensation and firm performance. Furthermore, managerial discretion as defined by Hambrick and Finkelstein...

... above the Treasury rate by about 83% of the spread between the five-year swap rate and the five-year Treasury rate. We have conducted two types of analyses exploring the relationship between the ... theoretical relationship between credit default swap spreads and bond yield spreads. We find that the theoretical relationship holds fairly well and that we are able to use it to estimate the ... levels We then counted the total score for all the observations in each category. The test of the significance of the results is the same as that given above for the Table VII. The results...